Schulich Executive Learning Centre
The Schulich Executive Learning Centre. It’s a name that all Schulich students arefamiliar with and have likely convened in for conferences and the like. Butbehind the pristine dining area and conference rooms, there are the people whokeep it all together. When I first met Scott Lannan, General Manager and JerekBowman, Sous Chef (both who worked with the Fairmont Royal York Hotel), I had little idea of whatto expect when we sat down to enjoy lunch in the Executive Dining Room.Certainly, I knew I would see the signature hospitable behavior shown by allwho work in the dining and/or hospitality industry—but what I didn’t expect and was pleasantly surprised by wasthe intense passion and pride that they both showed in their work.
I comment on the tulips that are sitting in vases at each table—truly, theylooked classic and artistic, and they gave the room a kind of light andrefreshed feeling; giving us a glimpse of the season to come. Jerek tells methat the flowers (including the centrepiece) changes every season to reflectthe outside world of Schulich, intertwining the two into an enticing andwelcoming environment. In fact, the overall structure of the Executive DiningRoom is designed in such a way that the viewer feels they are a part of thesurrounding nature.
Natural sunlight streams into the building and again, gives theroom a refreshed feeling. The light grey walls aren’t too heavy—overall, I get the sensation of Robert Morrismeets Monet.
As the food comes out, I can’t help but notice the immense detail thatgoes into every dish. The Chilled Poached Atlantic Salmon is sprinkled withcarrot slaw and served with a drizzle of lemon-dill aioli, mango chutney, androasted tomato. A couple of flower petals on the side accentuate the dish tomake it even more appealing. After all, as Jerek says, presentation iseverything. Every dish is carefully crafted to appeal to the visual senses aswell as the taste palate. Jerek tells me that the ingredients are sourced from localfarms, grown indoor in the winter time. A popular February dish seems to be thecaramelized butternut squash, which is delicious when I try it. He also tellsme that most items, whether it be in the ELC, the Schulich Marketplace Cafe, orTuchner’s, are made with students’ dietary restrictions in mind.
This means that they try to stay away from dairy, peanut, andgluten.
Scott notes that while many students tend to convene in theMarketplace Cafe, the ELC is just as much designed for the students as forfaculty and staff. The managers and the chefs keep in mind the price points oftheir food, considering the budgets that students are on. As such, the pricingof the food is kept at a minimum to better serve the needs of students. On theother hand, as a reminder from their hotel professional backgrounds in working withreputable hotel companies, Jerek tells me that they don’t necessarily see the ELC as an operation runfor students, but rather a place to host and entertain guests for business.This philosophy completely explains the intricate detail that goes into eachand every dish, the fact that the product is prepared right from scratch, themaintaining of the space, as well as the mindfulness of the needs of theirguests. Jerek explains that the ELC staff could hold their own against those ofany downtown hotel anyday.
Being a good business student, I ask Scott about his managementtechniques when dealing with staff and the like. He tells me about the passionthat drives each and every one of his team. Although they are working veryhard, he tells me, they don’t view their work as work. They simply enjoyworking. This is further exemplified by Jerek, the sous chef, who tells me thathe cooks at home as well as at work. It’s very obvious that he works with pride, andbeing a chef is something that he genuinely enjoys. This kind of mentality isvery different from that of my own family, I note, as I think back to my mom,who no longer thinks about her work as an engineer after 6 pm. The entire staffis friendly and cordial, bringing each dish with a smile. I note that the attitudesof everyone working here truly reflect those working in the hospitalityindustry.
Furthermore, Scott tells me about his treatment of his team andhis philosophy in being a manager. A big part of managing people, he tells me,is about knowing your audience. Simply, while some people need more attentionthan others. At the ELC, they much prefer to offer their employees the propertraining and set them up for success. It’s important to Scott that his team feel goodabout the work they are doing; that they make decisions themselves. He tells methat his team can expect to take absences from work without expectingintrusion. It’s important to him that his employees feel like they are family.This is exemplified by Scott’s knowledge of his staff’s personallives. He mentions in passing that Jerek has been featured in his localnewspaper in his community for being green, something he is quite proud of, consideringthe green philosophy behind the ELC. Little pieces of the conversation such asthis gives me
a feeling that the staff probably do feel like family to eachother, keeping each other updated in their personal lives to a small extent;caring about each other.
Scott tells me that one the philosophies of the ELC is that “you don’t say nowithout offering an alternative. We never say we don’t offer something, and just walk away.” He notes that,working in the guest services industry, it’s important that everyone is on the samepage. “We are more of an undercurrent. It’s not about us, it’s about the Schulich school.” It’s quite obviousthat they are the ones that keep everything in the ELC running, “behind thescenes,” so to speak. We joke that if they are noticed, then somethingperhaps isn’t going right. They also have regular meetings every week day todiscuss any issues and also planning for the upcoming events. In short, theyare proactive, not retroactive.
The vibe that serves as the undercurrent at the ELC, at least tome, was several things: enthusiasm, respect for one another, and a deep passionfor their craft. I can hear the passion in Jerek’s voice as he speaks about the early days ofhis career, living off of red bulls and getting up every day at 7 am to work ina top 50 restaurant. Or Scott’s quiet pride in his dealings with his team;how he treats them and the philosophy that he instills in everyone who worksthere. He believes recognizing employees is key for a positive workplace.
I came into the ELC with little idea what to expect, but I cameout of it, quite frankly, inspired. The staff give their all every day at work,not truly thinking of it as work, but as an extension of their pride and passion.As a closing, I ask them what advice they would give to students like us. Theirresponse? Make mistakes. They tell me that mistakes are inevitable, especiallyearly in your career, and that is extended to the hospitality service. But theimportant thing is what you learn from those mistakes. If there is anything Itook away from my visit to the ELC, it’s that doing what you love really does show,and that respect, communication, and a willingness to be flexible are keys tobecoming successful in whatever industry you are trying to make it in. Asevidenced by those who work at the ELC, if you choose a job you love, you
will never haveto work a day in your life.